Gmo Financial Gate, Inc. · TSE:4051
Gmo Financial Gate — Q3 2025 Earnings Presentation
83 slides from Gmo Financial Gate's earnings presentation, Aug 12, 2025
Slide 1: Financial Results Briefing for Q3 FY2025
Financial Results Briefing for Q3 FY2025 Acquisition of merchants in the daily life necessities drives growth in recurring revenue Aiming for a cumulative total of 1.2 million IDs toward achieving ¥10 billion in operating profit August 12, 2025 GMO Financial Gate, Inc. 21st IR Presentation (Ticker:
Slide 2: Cautionary Note Regarding Presentation Materials
Cautionary Note Regarding Presentation Materials The content of these presentation materials is based on generally recognized economic and social conditions, as well as assumptions judged to reasonable by GMO Financial Gate as of August 12, 2025 Note that presentation material content is subject to
Slide 3: Table of Main Agenda
Table of Main Agenda Contents 1. Summary of Financial Results for Q3 FY2025 2. KPI / Business Highlights 3. Growth Strategy and Progress Supplemental Information 4. Financial Information, Investment and Shareholder Return Policies 5. ESG Initiatives (Details) 6. Appendix Copyright (C) 1999 GMO Finan
Slide 4: Revision of Earnings Forecast
Revision of Earnings Forecast Revenue: Decrease in SME Initial revenue due to strengthened marketing for terminal-less Operating Profit: Upward revision due to steady expansion in recurring revenue Revenue Operating Profit （mn yen） （単位：百万円） Recurring リカーリング型 イニシャル Initial （mn yen） （単位：百万円） ▲1,005 ▲4
Slide 5: Progress of KPIs Toward Mid- to Long-Term Operating Profit Targets
Progress of KPIs Toward Achieving the Mid- to Long-Term Operating Profit Targets (FY 2025) Progress for the three KPI is on track Increase Achieve 1mn Active IDs Q3 Q3 recurring ARPU to evaluation*: 49K ID by FY33 evaluation*: 15K 25K JPY (on pace for 21K 121.0 on full-year basis) 101.0 YoY +60-70K
Slide 6: Status of Active ID for Next FY and Beyond
Status of Active ID for Next FY and Beyond From the next fiscal year onward, already-acquired high-ARPU IDs in manned terminal (large), unmanned/IoT categories are scheduled to begin operations. We will continue increase IDs by strengthening initiatives for Manned (SME) terminals segment （Thousand）
Slide 7: Summary of Financial Results for Q3 FY2025
Summary of Financial Results for Q3 FY2025 1 Copyright (C) 1999 GMO Financial Gate, Inc. All Rights Reserved.
Slide 8: 1.1 Q3 FY2025 Summary
1.1 Q3 FY2025 Summary Recurring revenue has been steadily expanding, leading to growth in profit at each stage Increased marketing of terminal-less payments has driven down initial sales in the manned terminal (SME) segment ●Q3 FY2025 Results P9 ‐ Revenue : ¥13.19 billion (YoY ▲3.0%) Progress vs. fu
Slide 9: 1.2 Summary of Financial Results
1.2 Summary of Financial Results Performance: Although initial sales dropped, expansion of recurring revenue drove growth in profit KPI: Acquisition of high-activity merchants in the daily-life necessity progressed, leading to an increase in ARPU and transaction volume Progress （mn yen） Q3 FY2024 Q3
Slide 10: 1.3 Major Topics Regarding Financial Results
1.3 Major Topics Regarding Financial Results Revenue: Continued downside in base trend for the manned (SME) segment due to shift to terminal-less solutions Profit: Continued high growth driven by expansion of recurring revenue and development sales for large merchants Revenue ◼ Revenue （mn yen） （単位：
Slide 11: 1.4 Revenue by Business Model (YoY)
1.4 Revenue by Business Model (YoY) Recurring Model: High-activity merchants in the daily necessities sector contributed, driving fee growth at +40% YoY Initial: Revenue declined due to trend decline in the manned (SME) segment and due large orders last FY (mn yen) Q3 FY2024 Q3 FY2025 YoY (Compositi
Slide 12: 1.5 Revenue by Business Model (Quarterly)
1.5 Revenue by Business Model (Quarterly) Recurring: High-activity merchants that began operation in the latter half of Q2 drove growth, mainly in fee revenue Initial: Shift to terminal-less solutions continued. Software development revenue related large projects are ongoing 6,000 Revenue by Busines
Slide 13: 1.6 Measures to Improve Spread Revenue
1.6 Measures to Improve Spread Revenue Accelerated to YoY +12.8% growth due to an increase in IDs for hotels and coin parking Aim for YoY +15% or more on a full-year basis Spread Revenue Expansion Image Spread Revenue Initiatives Revenue Category Details Revenue Contribution Date 実績 Results 見通し Fore
Slide 14: KPI / Business Highlights
KPI / Business Highlights 2 Copyright (C) 1999 GMO Financial Gate, Inc. All Rights Reserved.
Slide 15: 2.1 Consolidated KPI (Number of Active Terminals)
2.1 Consolidated KPI (Number of Active Terminals) Progress is on track toward target of 60-70K active ID increase per year with 49,000 IDs for FY2025 Manned 有人端末 Unmanned 無人端末(IoT) 他社販売端末 Sold by 端末レス Terminal-less Q3 FY2025 terminal terminal (IoT) others YoY＋63.1K、YoY+17.5% Q3 FY2024 （Thousand） YoY
Slide 16: 2.2 Consolidated KPI (Transaction Volume, ARPU, GMV)
2.2 Consolidated KPI (Quarterly Transaction Volume, ARPU, (Reference) GMV) Transaction Volume: High-activity merchants that began operation at the end of the previous quarter contributed throughout the period, resulting in +42% YoY growth ARPU*: YoY +8.4% growth through continued acquisition of larg
Slide 17: 2.3 Top Merchants (GMV Basis)
2.3 Top 30 Merchants (GMV Basis) Two daily necessities merchants, a major commercial facility, and a drugstore began full-scale operations this quarter, making a significant contribution to GMV expansion Q3 FY2024 Q3 FY2025 Super Market D Daily necessities store A New Hotel/Travel A Major commercial
Slide 18: 2.4 Expanding No. of Merchants in Daily Life Necessities
2.4 Expanding No. of Merchants in Daily Life Necessities (Top 30 Merchants) Continuation of acquisition of merchants in daily life necessities – an area that is less affected by economic trends (supermarkets, household goods stores, drug stores, 100-yen shops, etc.) Q3 FY2023 Q3 FY2024 Q3 FY2025 Eve
Slide 19: Growth Strategy and Progress
Growth Strategy and Progress 3 Copyright (C) 1999 GMO Financial Gate, Inc. All Rights Reserved.
Slide 20: 3.1 Profit Roadmap
3.1 Profit Roadmap Promoting mid- to long-term measures to achieve operating profit of 10 billion yen by 2033 Strategy 150 Operating Profit Growth Curve Current Plan New Plan Acquire multi-industry/high-growth enterprises by launching FY2033 1 Solution Assets next-generation multipayment terminals S
Slide 21: 3.2 Expanding TAM for profit growth
3.2 Expanding TAM for profit growth Core payment solutions: Continue growth initiatives such as increasing the number of IDs and increased monetization Payment related business DX, support increased payment activity: Continuing to expand TAM through accumulation of solutions Support increased paymen
Slide 22: 3.3 Potential for Active IDs
3.3 Potential for Active ID’s Aim to increase Active ID’s to 1.2mn by 2033 Accelerate Active ID acquisition through strategic approach for each category Active ID Increase Image ID Acquisition Policy 1.2 Category Policy Max ID Potential Actual 1,600,000 Plan Base Trend Additional mn+ Major Expand to
Slide 23: 3.4 Ecosystem Expansion
3.4 Ecosystem Expansion Core payment solutions: expanding monetization through enhanced functionality Payment related business DX, support increased payment activity: continue to increase ARPU by expanding solution asset lineup Plan to raise ARPU Support increased payment activity ahead of schedule
Slide 24: 3.5 Acquisition of Restaurant Operation Support Business
3.5 Acquisition of Restaurant Operation Support Business Acquisition of restaurant operation support and mobile ordering business specializing in the cash-on business model Overview of Acquired Business Service Details & Strengths Company to be split TakeMe Co., Ltd. • Restaurant operation specializ
Slide 25: 3.6 Accelerating OMO Support for Merchants
3.6 Accelerating OMO (online meets offline) Support for Merchants Supporting merchants’ OMO initiatives to address diversifying consumer needs Accelerating integration with non-face-to-face channels to expand TAM Core payment Payment related Support increased solutions business DX payment activity M
Slide 26: 3.7 Progress of Project Pipelines
3.7 Progress of Project Pipelines The ecosystem of solutions for drugstores is steadily expanding; we will accelerate proposal activities Proposal activities for restaurant operation support services are scheduled to begin Large ARPU Large Large commercial commercial commercial facility chain E High
Slide 27: 3.8 Value Proposition: GMO-FG X IT Talent
3.8 Value Proposition : GMO-FG X IT Talent Addressing business challenges through a Cashless Platform and IT Talent Achieve high conversion rate Phase 1 Phase 2 Business Business System Operational System Start of Challenges Requirements Requirements Requirements Development Operation Project Timeli
Slide 28: 3.9 Expansion of the Payment Platform (Mobility Domain)
3.9 Expansion of the Payment Platform (Mobility Domain) Deployed to 150 operators, including those scheduled to start Service launch across all Tokyo Metro lines from Spring 2026 - user numbers set to expand further Implementation at Public Transportation Institutions Number of Tourists and Mobility
Slide 29: 3.10 Expanding use of Contactless NFC Payment
3.10 Expanding use of Contactless NFC Payment The percentage of credit touch payments at our processing center has exceeded 60%. Growing awareness of the convenience of NFC is driving the future spread of credit touch in the mobility field Credit and debit payments at our processing centers / Propor
Slide 30: 3.11 Sustainability / Topics
3.11 Sustainability / Topics Received the highest rating of “A” for the first time in CDP’s Supplier Engagement Rating What is CDP’s Supplier Engagement Rating? Received the highest rating of “A” (Supplier Engagement Leader) • This rating evaluates how proactively and effectively a company is addres
Slide 31: Supplemental Information: Financials, Investment / Shareholder Returns
Supplemental Information Financials, Investment / Shareholder Returns 4 Copyright (C) 1999 GMO Financial Gate, Inc. All Rights Reserved.
Slide 32: 4.1 Profit & Loss
4.1 Profit & Loss (Thousand) Q3 FY2024 Q3 FY2025 YoY Revenue 13,595,283 13,192,153 ▲ 3.0% COGS 9,389,064 8,226,229 ▲ 12.4% Gross profit 4,206,219 4,965,924 +18.1% SG&A 2,789,874 3,146,633 + 12.8% Operating profit 1,416,332 1,812,171 +27.9% Profit before income taxes 1,406,962 1,803,486 +28.2% Profit
Slide 33: 4.2 Revenue by Business Model (Quarterly)
4.2 Revenue by Business Model (Quarterly) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 (mn yen） FY2021 FY2021 FY2021 FY2021 FY2022 FY2022 FY2022 FY2022 FY2023 FY2023 FY2023 FY2023 FY2024 FY2024 FY2024 FY2024 FY2025 FY2025 FY2025 Stock-model 430 427 495 569 686 683 841 921 1,047 1,091 1,2
Slide 34: 4.3 Changes in Revenue Composition and Gross Profit Margin
4.3 Changes in Revenue Composition and Changes in Gross Profit Margin Gross profit margin fluctuates depending on sales composition, but has been on an upward trend since 2023/9 (Q2) Initial's gross profit margin continues to improve due to changes in terminal revenue mix and the contribution of hig
Slide 35: 4.4 Gross profit composition ratio
4.4 Gross profit composition ratio Growth in recurring revenue leads to steady profitability base Composition by Product Category (Revenue and Gross Profit) （mn yen） 20,000 18,705 15,909 15,000 6,797 4,792 36% 30% 10,295 64% 10,000 70% 3,132 Recurring 30% 6,046 11,116 11,907 5,000 Initial 70% 3,905
Slide 36: 4.5 Balance Sheet
4.5 Balance Sheet Cash and Cash Equivalents: Decrease due to acquisition of treasury stock and payment of dividends Inventories: Ensuring a stable inventory level Q3 FY2025（thousand）（単位：千円） Cash and Cash Equivalents: ¥4.22 billion Decreased by ¥830 million compared to the end of 4Q, mainly due to tr
Slide 37: 4.6 Consolidated KPIs (Number of Active Terminals)
4.6 Consolidated KPIs（Number of Active Terminals） The number of unmanned terminals continues to increase due to the trend of self-service and labor shortages Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q1 Q3 Q2 Q3Q4 Q1 Q2 Q3 Q4 QoQ YoY （thousand） FY21 FY21 FY21 FY21 FY22 FY22 FY22 FY22 FY23 FY23 FY23 FY23 FY24 FY
Slide 38: 4.7 Capital Allocation Policy
4.7 Capital Allocation Policy Aim to achieve continuous business growth in accordance with investment funding policy and capital allocation policy Investment Source Funding Policy Capital Allocation Policy ⚫ Priority will be given to business investment and growth ⚫ Priority of investment resources
Slide 39: 4.8 Investment Policy
4.8 Investment Policy Proactive business investment to execute "market share expansion strategy" necessary for medium to long-term operating profit growth of +25% YoY Business investment Growth investment ・Investments in data centers, terminal development, and internal ・Support for cashless transact
Slide 40: 4.9 Efficiency Indicators and Cost of Capital
4.9 Efficiency Indicators and Cost of Capital Management that is conscious of efficiency, investment return, and capital cost Mid-term plan Future Measures 21% ROE ROA 18.9% ROE：25%+ ROE 19% ⚫ Increase profit level by improving recurring type sales 17% 15.9% ⚫ Execution of fellowship projects that R
Slide 41: 4.10 Shareholder Return Policy
4.10 Shareholder Return Policy Aiming to increase corporate value through business growth while providing stable and continuous dividends simultaneously Basic Policy on Shareholder Returns Increase in corporate value Stable and continuous dividends ・Aim to increase market capitalization over the med
Slide 42: Supplemental Information: ESG Initiatives (Details)
Supplemental Information ESG Initiatives (Details) 5 Copyright (C) 1999 GMO Financial Gate, Inc. All Rights Reserved.
Slide 43: 5.1 (Reprint) Expanding ESG Initiatives
5.1 (Reprint) Expanding ESG Initiatives Set long-term greenhouse gas reduction targets (2030 and 2050) Plan to be the first TSE growth company to achieve net-zero GHG emissions for 2050 SBT*1 ESG Initiative Roadmap To Do’s FTSE Score Acquisition Corporate value Present /Improvement Obtaining SBT *1
Slide 44: 5.3 ESG Initiatives / Environment
5.3 ESG Initiatives / Environment In the provision of our payment platform, we promote business operations that consider environmental impact Working to reduce CO₂ emissions related to our business Specific Efforts Environment Related Data Our Supply Chain upstream GMO-FG downstream ⚫ Recycled paper
Slide 45: 5.4 ESG Initiatives / Social
5.4 ESG Initiatives / Social Aiming for sustainable growth by hiring excellent human resources and enhancing various systems that contribute to improving the capabilities of all partners* in order to create corporate value and solve social issues *Employees are referred to as partners Initiatives So
Slide 46: 5.5 ESG Initiatives / Governance
5.5 ESG Initiatives / Governance Focus on enhancing corporate governance by establishing a decision-making structure that responds quickly and appropriately to changes in the business environment, a fair, transparent, and efficient business execution structure Specific Efforts Governance Related Dat
Slide 47: 5.6 ESG Initiatives / Board of Directors
5.6 ESG Initiatives / Board of Directors Governance structure built around technology and financial background Internal Director (Managing Director) Independent External Director Kentaro Sugiyama ／ Nao Shimamura ／ President and Representative Director External Director (Audit and Supervisory Committ
Slide 48: 5.7 ESG Initiatives / Executive Skill Chart
5.7 ESG Initiatives / Executive Skill Chart Appointment of human resources that contribute to the enhancement of corporate value as directors, with a view to building a system that enables the Board of Directors to function effectively Nao Rie Takayoshi Satoru Kentaro Akio Tomonaga Tomoki Tatsuya Sh
Slide 49: Appendix
Supplemental Agenda Appendix 6 Copyright (C) 1999 GMO Financial Gate, Inc. All Rights Reserved.
Slide 50: GMO-FG Business Domain
GMO-FG Business Domain Business Model Gmo-FG is focusing on offline payment （リアル店舗決済 ＋ IoT決済） Company name Business GMO Financial Gate GMO Payment Gateway Domain (Payment at Brick & Mortar + IoT) (EC) Payment by passing card/QR code Payment by entering credit card over the reader information in PC /
Slide 51: Rev Models: Financial Gate vs. Payment Gateway
Rev Models: Financial Gate vs. Payment Gateway Business Model Initial revenue in offline payment is tend to be fluctuate because of its seasonality of terminal delivery Revenue Revenue Time Time Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 Initial Revenue（Terminal Sales・Software Development） Initial Revenue（Initia
Slide 52: Image of rise in Rev & OP
Image of rise in Rev & OP Business Model Market Share Expansion Phase: focus on sales/activation of payment terminals and revenue will be fluctuated. Margin Increase Phase: recurring revenue will increase due to increase in active IDs which will contribute to operating profit growth Increase of Mark
Slide 53: Three Biz Models Over a Single, One-Stop Platform
Three Biz Models Over a Single, One-Stop Platform Business Model One-stop platform covering all settlement processes between merchants and acquirers Consumer Merchants FG Acquirers Various Payment Terminals 1 Methods Payment Various Payment Terminal Sales Terminal Methods Business Credit Card Issuer
Slide 54: Players in offline cashless payment setting
Players in offline cashless payment setting Business Model Sales activity to merchants/Clearing of merchant transaction offline Payment Processing Payment Financial Merchants Center Network Institutions Offline market Domestic network Acquirer Terminal manufacturer POS vendor Processing center (CCT)
Slide 55: CCT (Credit Center Terminal)
CCT (Credit Center Terminal, ⇒Card company-owned terminal) Business Model CCT(Credit Center Terminal) It is a terminal name authorized by the information processing center (CCT Center) designated by the Japan Credit Card Association (JCCA) and operated in accordance with the guidelines, etc., establ
Slide 56: Merchant POS (Merchant-owned terminals)
Merchant POS (Merchant-owned terminals) Business Model Merchant POS In general, POS (Point of Sales) is a generic term for a service that provides information on sales performance trends such as the date, time, quantity, and price of products sold, but in the credit industry, the term merchant POS i
Slide 57: Expansion in stera lineup
Expansion in stera lineup Business Model stera unit, mobile has been released in addition to stera terminal Usage expected to increase in different scenes New New Planned release in Released in 2024 2024 Dec. Sept. Embedded in unmanned devices such as self check-out registers Smallest in class Conve
Slide 58: Initial Revenue and No. of Active Terminals (Quarterly)
Initial Revenue and No. of Active Terminals (Quarterly) Business Model Initial revenue: steadily increasing through small and medium-sized projects Net Increase FY25/9 Active ID: gradual increase toward YoY net increase of 60-70K IDs ＋49.1K +13.4 +17.7 イニシャル売上 Initial （単位：百万円） revenue（mn yen） +18.0
Slide 59: Difference between terminals sold and active IDs, Part 1
Difference between the number of terminals sold and the number of active IDs Part 1 Business Model Initial revenue = Number of terminals sold × Average selling price per terminal + Accessory sales + Development sales Number of active IDs = Number of terminals that have processed payment at least onc
Slide 60: Difference between terminals sold and active IDs 2
Difference between the number of terminals sold and the number of active IDs 2 Business Model Number of active ID is calculated quarterly and is not directly linked to initial revenue Replacing existing devices contributes to initial revenue, however, does not increase or decrease the number of acti
Slide 61: Revenue Details (1)
Revenue Details (1) Business Model Initial Content Revenue Model Payment terminal Revenue from Payment terminals purchased from terminal manufacturers, and then confirm • Terminal Selling Price × Units Sold ✓ More than 10 types of terminals sales certain measures of payment methods that each merchan
Slide 62: Revenue Details (2)
Revenue Details (2) Business Model Fee Content Revenue Model • TRX Volume× Processing Fee Processing It is a fee we charge toward monthly transaction volume based on the rate per transaction ✓ Processing fee is about ¥3 per transaction • Number of Order × Price of Roll Paper Roll paper This is a sal
Slide 63: Fee ARPU (Fee revenue divided by Transaction volume)
Fee ARPU (Fee revenue divided by Transaction volume) Business Model The current fee unit price remains just under 5 yen, with roll paper sales contributing to fluctuations in the fee unit price. ◼ Fee ARPU（Fee revenue divided by Transaction volume） ◼ Composition of Fee ARPU （Yen） 6.00 5.19 5.11 5.00
Slide 64: Same-store (Merchant) Growth (Number of Transactions)
Same-store (Merchant) Growth (Number of Transactions) Business Model Payment activity at merchant merchants increases YoY Accurately captured merchants needs which keeps merchants onto our payment platform Same-store (Merchant) Growth (Number of Transactions) (Unt: no. of transactions / 100 million)
Slide 65: Number of Employees (Consolidated basis)
Number of Employees(Consolidated basis) Business Model Plans a net increase of 15 to 20 employees per fiscal year to achieve the management benchmarks. Assumed composition of work force is approximately 40% sales, 40% systems, and 20% administration Plan to hire 15-20 people (consolidated basis) eac
Slide 66: Concept of Spread revenue ratio to GMV
Concept of Spread revenue ratio to GMV Business Model Our total GMV is the sum of ①and ②below. Spread revenue is generated only in the case of ②Agent contract. Since ① also contributes significantly to GMV, the linkage between total GMV and Spread revenue tends to decline Enjoyable revenue ①Direct c
Slide 67: Monetization by Payment Method
Monetization by Payment Method Business Model We operate different business models according to payment method as a cashless platformer. Growth in each payment method contributes to our growth as well Flow model revenue Recurring model revenue ① Initial ➁ Stock ③ Fee ④ Spread Credit・China Union Pay・
Slide 68: Revenue Model by Merchant Size
Revenue Model by Merchant Size Business Model We mainly acquire medium- to large-sized merchants through alliances with major financial institutions. We mainly acquire small merchants (=long tail segment) through our subsidiaries ◼ Four types of revenue model ◼ Revenue model related to the size of m
Slide 69: Medium-Term Strategy: Acquiring major merchants through alliances
Medium-Term Strategy Acquiring major merchants by focusing on alliances Business Model Meeting customer needs through enhanced credit payment functions and alliances with QR / points vendors Credit E-money QR code J-debit House points Common Points Duty exemption Terminals we offer Floor-Standing Mo
Slide 70: Formation of Win-Win Ecosystem
Win-Win Ecosystem Formation Case Study Business Model Providing solution assets to solve merchant business issues Forming a win-win ecosystem where merchant sales and our ARPU grow together 2021～ 2022～ Present GMO-FG Solution GMO-FG Solution GMO-FG Solution Solving Merchant Issues Phase 2 Phase 1 In
Slide 71: TAM (Total Addressable Market)
TAM (Total Addressable Market) Market Environment Transaction Value of cashless (face-to-face) payment is expanding rapidly, as the value of IoT / Unattended ◼ Offline Transaction value in Japan ◼ Potential market value of IoT/Unattended Private sector final consumption expenditure in Potential mark
Slide 72: Growth trend of domestic offline cashless market
Growth trend of domestic offline cashless market Market Environment The market for offline cashless payments is currently ¥112 tn, five times larger than the online market. The cashless payment ratio has reached the government's target of 40%. We will continue to improve the environment to reach the
Slide 73: Composition Ratio of Domestic Cashless Payment Methods
Composition Ratio of Domestic Cashless Payment Methods Market Environment Even in an environment of significant growth in the proportion of QR codes, transaction value of credit continue to grow Transaction Value Composition ratio 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Slide 74: IoT/Unattended Market Growth
IoT/Unattended Market Growth Market Environment The number of terminals is expected to be equal to or greater than the market for payment terminals in real stores. Unattended market (= general term for vending/service machine market) is expected to expand further due to changes in the external envir
Slide 75: Strategy to Maximize Transaction Value Growth
Strategy to Maximize Transaction Value Growth Strategy We created a new payment processing route with alliance partners. This route increases GMV, as the route reduces costs to participating merchants and acquirers Merchants Acquirers Competitor/Peer Terminals Conventional Retail Route Processing Pa
Slide 76: Strategy to Maximize Transaction Value 6x
Strategy to Maximize Transaction Value Growth Strategy Due to cashless settlement penetration, TAM of our service scope has continuously expanded New processing network alliance partner will contribute to GMV increase Offline Cashless (face-to-face) Market (2027)(*1) GMV：¥167 tn/year Expansion Conti
Slide 77: Unique Positioning
Unique Positioning Competitive Advantage End-to-end solutions via one-stop platform allows us to create alliances with many players in the market ◼ Solutions in Offline Payment Market Customization Adaptation of Terminal Payment Clearing/ Maintenance/ (Customize Payment Top-End POS Methods) Settleme
Slide 78: Barriers to Entry (Regulations to be Followed)
Barriers to Entry (Regulations to be Followed) Competitive Advantage Many kinds of regulations exist in the face-to-face payment market depending on the payment method, and the number of regulations are increasing. As payment methods become more diversified, the barriers to entry become more challen
Slide 79: Breakdown of MDR
Breakdown of MDR Industry Topic In response to a request from the Japan Fair Trade Commission, Visa, Mastercard, and UnionPay announced their intention to disclose their interchange fee rates by the end of November Breakdown of MDR METI requires fee among credit card companies （model case：AOV ¥5K SM
Slide 80: Shareholder Structure
Shareholder Structure Company Profile Actively engaged in IR activities, including one-on-one meetings and participation in conferences hosted by securities companies.Ownership ratio of foreign institutions remains at a high level. GMO-PG Japanese Other enterprises Foreign Individuals institutional
Slide 81: Affiliated Companies
Affiliated Companies Company Profile GMO-FG serves in offline face to face payment market as a consolidated subsidiary of GMO-PG GMO INTERNET GROUP （Internet infrastructure business） GMO PAYMENT GATEWAY （Online payment/Payment section of GMO internet group） Consolidated GMO EPSILON （Online payment/L
Slide 82: Company Profile
Company Profile Company Profile ■Company GMO Financial Gate, Inc.（TSE Growth Ticker:4051） ■Foundation September 1999 ■Address Humax Shibuya Building 7F, Shibuya Dogenzaka 1-14-6, Tokyo ■Stock Capital ¥1,638 mn(End of Jun 2025) ■Major Shareholder GMO Payment Gateway, Inc. ■Board Member Representative
Slide 83: Thank you
Thank you GMO Financial Gate, Inc. (TSE Prime 4051) Copyright (C) 1999 GMO Financial Gate, Inc. All Rights Reserved.